PMI PMP - Project Management Professional (2025 Version)

 In Agile methodologies, it’s important to remember that while each team member may work on specific tasks or “stories,” the team as a whole is responsible for the completion of the sprint. This means that if one story is not completed, it’s a reflection on the team, not just the individual who was working on that story. The Agile leader should emphasize this collective responsibility and encourage team members to help each other in order to ensure the completion of all stories in future sprints. References: PMBOK Guide, 6th Edition, Section 9.3.3.3: Team Performance Assessments. Agile Practice Guide, Section 2.3: Team Roles.

The Project Management Professional (PMP) emphasizes the importance of stakeholder management and engagement in successful project execution. When resistance is encountered, it’s crucial to understand the concerns of the stakeholders and address them appropriately. This could involve revisiting the stakeholder engagement plan to ensure it effectively addresses the needs and concerns of all stakeholders. This approach aligns with the guidance provided in the Professional in Business Analysis Reference Materials, which also underscores the importance of stakeholder engagement and the need to address stakeholder concerns in a timely and effective manner. References: Project Management Professional (PMP) Certification, PMBOK Guide, Professional in Business Analysis Reference Materials. Please refer to the respective guides for more detailed information.

In project management, when a stakeholder requests a change, the project manager should ask them to submit a formal change request. This is in line with the PMBOK Guide’s recommendations on Integrated Change Control. This process ensures that each change request is properly documented, evaluated, and approved or rejected by the Change Control Board (CCB). It also allows for the potential impacts on the project’s triple constraints (scope, time, cost) to be assessed. In this scenario, the project manager should ask Country A to submit a change request. This request will then be analyzed along with any potential impacts on Countries B and C. References: PMBOK Guide, 6th Edition, Section 4.6: Perform Integrated Change Control

 In an agile project, the servant leader plays a crucial role in ensuring that the team understands and adheres to the project’s rules and guidelines. In this case, where there is a high risk of a team member disclosing confidential project details, the servant leader should include a restriction against such disclosure as a ground rule. This rule should be reviewed at the end of every iteration to ensure that all team members are familiar with it and understand its importance. This approach not only addresses the risk but also fosters a culture of trust and respect within the team. References: Project Management Professional (PMP) Reference Materials source and documents, Professional in Business Analysis Reference Materials study guide.

When a phase of a project takes longer than initially anticipated, it’s important for the project manager to understand why this happened in order to prevent similar issues in the future1. Organizing a root cause analysis (RCA) workshop allows the project team to identify the underlying cause of the delay1. This understanding can then be used to implement corrective actions to prevent similar delays in the future1. This approach not only addresses the immediate concern of the stakeholders but also contributes to the continuous improvement of the project management process1. References: PMI

According to the Project Management Professional (PMP) guidelines, the project manager should keep project artifacts up-to-date and accessible to all stakeholders. This includes project performance data, which can be used as a reference for similar projects in the future. By doing so, the project manager ensures that the knowledge and experience gained from the current project can be leveraged to improve the efficiency and effectiveness of future projects.

 The project manager should work with the team to determine appropriate project methods and practices and implement them. This is because the project manager’s role is to facilitate the team’s work and to ensure that the project is completed successfully. If the team feels that they need to use some agile tools and methods, the project manager should support them in this, even if these methods are not mentioned in the organizational project management processes. The project manager should also communicate with the organization about the team’s needs and work to incorporate these methods into the organization’s processes. References: Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide)–Seventh Edition. Project Management Institute, Inc.

In Agile project management, when there is a lack of clarity on the requirements, it’s beneficial to start with the product prototype development1. This approach allows the team to create a tangible representation of the product that can be reviewed with the customer1. The feedback gathered from this review can then be used to refine the requirements and reduce ambiguity1. This iterative process of development, review, and feedback is a key aspect of Agile methodologies and helps ensure that the final product aligns with the customer’s needs and expectations234. References: 2314

https://www.scrum.org/resources/blog/five-essential-things-needed-agile-transformation

https://project-management.com/agile-project-management/

In an agile environment, transparency and collaboration are key principles. If a project lead is uncomfortable sharing vital information, it could lead to misunderstandings, misalignment, and risks in future iterations. Therefore, the project lead should open up to the team and work collaboratively to achieve the outcomes. This approach ensures that everyone has a clear understanding of the product’s requirements and can work together effectively to meet them. References: PMBOK® Guide – Sixth Edition, Section 9.4.2.1: Develop Team

 In a large transformation project using agile practices, promoting new values to the project team can be done effectively through the following methods:

Add a user story during sprint planning that gives recognition to behaviors that are aligned with the new values (A): This approach allows the team to understand and internalize the new values through practical application. It also provides an opportunity to recognize and reward behaviors that align with these values1.

Give recognition to team members’ behaviors that are aligned with the new values during the sprint retrospectives (D): Retrospectives provide a platform for reflection and improvement. Recognizing behaviors that align with the new values during these sessions can reinforce the importance of these values and encourage their adoption1.

 According to the Project Management Body of Knowledge (PMBOK) guide, stakeholder engagement is a crucial part of project management. It’s important to involve all stakeholders who are affected by the project in the planning phase. This includes not only high-level stakeholders but also those at all levels of the organization. By doing so, the project manager can ensure that all perspectives are considered, which can lead to a more successful project outcome. References: PMBOK Guide, 6th Edition, Section 13: Stakeholder Management

The project manager should aim to resolve conflicts in a way that promotes understanding and cooperation among all team members. This involves understanding the emotions and perspectives of all parties involved, and finding ways to reduce tension and increase cooperation. Simply issuing warnings or sending individuals to training may not address the root cause of the conflict. Similarly, establishing special rules or treatment for certain individuals may not be fair or effective in the long term. The project manager should strive to create an environment where all team members feel heard, understood, and valued. References: PMBOK® Guide – Sixth Edition, Project Management Institute, Inc., 2017, pp. 349-350. Available at: https://www.pmi.org/pmbok-guide-standards/foundational/pmbok

Quality is a crucial aspect of project management and should not be compromised, even for minor deliverables12. If a team member suggests skipping the quality check of a deliverable due to a tight schedule, the project manager should first evaluate the impact of this action1. This involves assessing the potential risks and consequences associated with delivering a product that has not undergone a quality check. It’s important to consider factors such as the potential for defects, customer satisfaction, and the overall integrity of the project2. Based on this evaluation, the project manager can make an informed decision about the best course of action12. References: Project Manager, Project Manager Blog.

In an agile environment, the servant leader’s role is to facilitate the team’s work and remove any obstacles or impediments that might hinder their progress2. If a deliverable is not being taken by the certifying team for many months, it represents an impediment to the project’s progress. The servant leader should review the process and work to remove this impediment2. This could involve facilitating communication between the two teams, adjusting the process, or finding alternative solutions2. The goal is to ensure that the team can continue to deliver value and meet the project’s objectives2. References: 2 10 Principles of Servant Leadership (With Examples) - Indeed2, When Servant Leadership Will Not Work - Modern Servant Leader3

In Agile project management, the product owner is responsible for managing the product backlog, which includes assessing and incorporating changes as needed. When a change in requirements occurs, such as an update in legal requirements, the product owner should assess these changes and adjust the backlog accordingly. The team should continue their work while this assessment is taking place. This approach allows the team to maintain their focus on the current iteration’s work, while the product owner ensures that future work aligns with the updated requirements12. References: 

https://www.epicflow.com/blog/changing-requirements-in-project-management-how-to-stay-on-track/

https://www.izenbridge.com/blog/accept-requirement-changes-within-a-sprint/

In the context of project management, particularly in an agile environment, the project manager should work more closely with the agile team to eliminate the need for progress reports1. This approach allows the resource who was previously responsible for producing progress reports to utilize their skills to assist other team members with their workload1. This strategy not only optimizes the time of the resource but also enhances the productivity and performance of the entire team1. It is important to note that effective time management and resource optimization are critical for the success of a project23.

Given the constraints of unclear requirements, a fixed deadline, and a fixed budget, and the fact that the client is unable to provide a product owner and wants to be involved only a few times during the project, the project manager should agree up front on a minimum viable product (MVP), establish deadlines for review, and run the project with a backlog and weekly sprints. This approach allows for flexibility in dealing with unclear requirements, provides regular checkpoints for client involvement, and ensures that the project delivers value incrementally, which is particularly important in a large-scale project with a fixed deadline and budget. References: Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide)–Seventh Edition. Project Management Institute, Inc.

The project manager should first validate the reason for the nonpayment of overtime pay. If the complaint is valid, the project manager should add it as an issue in the issue log. The issue log is a project document where all the issues are recorded and tracked. It is used to document and monitor the status of all issues until they are resolved. References: PMBOK® Guide, 6th Edition, Section 4.3: Direct and Manage Project Work, and Section 11.6: Control Risks.

The project manager should meet with each team member separately and apply an appropriate approach with each one. This is because each team member may have different needs, motivations, and challenges that need to be addressed individually12. By meeting with each team member separately, the project manager can understand these individual needs and tailor their approach accordingly12. This can help to improve discipline within the team and harness energy towards achieving the project objectives12. References: 15 Project Management Challenges & How to Overcome Them, 9 Project Management Challenges and How to Overcome Them Effectively [UPDATED] - Rindle Blog

In a hybrid project, it is common to use both predictive and agile approaches. If a key stakeholder is only familiar with predictive approaches, it could be challenging for them to understand and contribute effectively to the project. Therefore, it would be beneficial for the project manager to allocate time to mentor the stakeholder in the selected project approach. This would help the stakeholder understand the hybrid approach better and enable them to contribute more effectively to the project. References: Project Management Professional (PMP) Reference Materials, Professional in Business Analysis Reference Materials study guide. Please note that the exact documents and page numbers are not provided as the information is based on general project management principles. For more detailed information, please refer to the specific guides and documents mentioned.

In project management, performing tasks in parallel, also known as fast-tracking, is a schedule compression technique used to shorten the project schedule without changing the project scope. It involves performing more activities concurrently or overlapping activities that were originally planned to be done in sequence. This approach can help meet time-to-market needs by accelerating the project schedule. However, it may increase project risk and requires careful management.

The project manager is responsible for ensuring that all necessary knowledge transfer has occurred prior to project closure. This includes capturing lessons learned, documenting project experiences, and updating the organizational process assets (OPAs). This ensures that the knowledge gained from the project is not lost and can be used for future projects. The project manager plays a crucial role in facilitating this process and ensuring that all team members contribute to the knowledge transfer. References: PMBOK® Guide – Sixth Edition (Page 123, 4.4.3.1 Organizational Process Assets Updates)

In an agile project, especially in its early iterations, flexibility and adaptability are key. When more resources are needed and there are no internal resources available, the project manager should engage in a time and materials (T&M) contract and hire a local vendor to support development1. This approach allows for greater flexibility as the project evolves and changes, which is a hallmark of agile projects2. It also allows the project manager to bring in expertise as needed, without committing to a fixed scope or price3. This strategy maximizes project delivery by ensuring that the necessary resources are available when needed, while also maintaining the flexibility inherent in agile projects123. References: PMI Vendor Management Strategies, PMI Vendor Management Practices, Gartner

Given the nature of the project, where the hardware part has detailed specifications already defined and the user interface software has only a basic specification with a requirement for a user experience design approach, a hybrid approach would be most suitable. This approach allows for flexibility and adaptability in the software development process (using agile methodologies), while maintaining a structured and predictable approach for the hardware deliveries (using a predictive approach). This ensures that both aspects of the project can progress efficiently and effectively, catering to their unique requirements. References: Project Management Professional (PMP) Reference Materials and Professional in Business Analysis Reference Materials guides and documents. Please refer to the specific sections on project management approaches and methodologies for more details.

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In project management, it’s crucial to address stakeholders’ concerns and align the project with their requirements. This is especially true when there are uncertainties, such as in this case where there are no proper records for the original design and execution of the product. By acknowledging the stakeholders’ concerns through open dialogues, the project manager can understand their perspectives and adjust the project plan accordingly. This approach also allows the project manager to apply lessons learned from past projects, which can be invaluable in managing risks and uncertainties. References: Project Management Professional (PMP) Reference Materials source and documents, Professional in Business Analysis Reference Materials study guide.

In a situation where the project team members lack the necessary technical skills for project success, it’s crucial for the project manager to take proactive steps to bridge this skill gap. This could involve finding and providing relevant training to the team members. This approach ensures that the team has the necessary competencies to deliver on the project’s objectives, even when the customer’s requirements are unclear or changing. It’s also aligned with the principles of hybrid project management, which emphasize flexibility, continuous learning, and adaptability in the face of change. References: PMBOK® Guide – Sixth Edition, Section 9.4 Manage Project Team, pg. 349; Section 9.5 Control Resources, pg. 356.

 According to the Project Management Body of Knowledge (PMBOK), a project manager’s role includes facilitating communication and resolving conflicts among stakeholders. In this scenario, the project manager should work with both the team member and the key stakeholder to reach a consensus. This approach ensures that all parties are heard and that the best solution for the project is found. References: PMBOK Guide, 6th Edition, Section 9.5.2.1: Conflict Management.

 In an agile project, it’s crucial to ensure that all requirements, including compliance standards, are met. The project manager should meet with the compliance team to understand their requirements and ensure they are included in the Definition of Done (DoD) for each story. The DoD is a clear and concise list of requirements that a software increment must meet to be considered complete. By including the compliance requirements in the DoD, the project manager can ensure that each increment of the project meets the organization’s compliance standards, thereby mitigating the risk of non-compliance. References: Project Management Professional (PMP) Reference Materials, Professional in Business Analysis Reference Materials.

 In the context of a project transition, especially one that involves a significant shift in business focus, effective communication is crucial. A communications management plan ensures that all stakeholders are informed about the project’s progress, changes, and challenges. It helps to align the stakeholders, manage their expectations, and address their concerns, which is particularly important when there is disagreement about the need for transformation. The plan should include the types of information to be communicated, the methods of communication, the frequency of communication, and the parties responsible for the communication. References: Project Transition Planning: Process, Checklist, Tools - KnowledgeHut, What Is a Project Transition Checklist? (With Example) - Indeed

The project manager should coordinate with the stakeholders to ensure the benefits management plan is in alignment with the goals. This is because the stakeholders are the ones who will ultimately realize the benefits of the project, and their understanding of how the project will provide value is crucial for its success. By coordinating with the stakeholders, the project manager can ensure that the benefits management plan is understood and agreed upon, and that it aligns with the organization’s goals1.

In a situation where a team member has repeatedly missed tasks that have put sprint commitments at risk, the project manager should first seek to understand the situation from the team member’s perspective. This involves meeting with the team member to discuss the issues at hand. The project manager can then provide constructive feedback and work with the team member to develop a plan for improvement123. This approach aligns with the principles of effective project management and team leadership, as it promotes open communication, problem-solving, and continuous learning. References: 

https://www.workzone.com/blog/missed-deadline/

https://pm.stackexchange.com/questions/611/how-to-deal-with-a-team-member-who-keeps-missing-deadlines

 According to the Project Management Professional (PMP) principles, when transitioning from a predictive to an iterative approach, it’s crucial to maintain clear and transparent communication about project requirements and changes. This is often achieved through the use of product and sprint backlogs, which should be well-documented and visible to all team members. If the team is unsure of what needs to be done due to changes requested by the product owner, it indicates that the backlogs may not be adequately maintained or visible to the team. Therefore, the project manager should ensure that these backlogs are properly documented and accessible to the team. References: Project Management Professional (PMP) Certification Handbook, PMBOK Guide (6th Edition), Chapter 3: Project Management Processes for a Project, Section 3.8 Closing Process Group. Professional in Business Analysis (PMI-PBA) Handbook, Chapter 2: Needs Assessment.

When a project requires a significant resource, such as the installation of a call center, it’s important for the project manager to conduct an alternative analysis. This analysis will help determine the most effective and efficient approach, whether that’s hiring people directly or contracting with a company. The decision should be based on various factors such as cost, time, quality, and the specific needs of the project. References: Project Management Professional (PMP) Reference Materials, Professional in Business Analysis Reference Materials study guide. Please note that the exact documents and page numbers are not provided as the information is based on general project management principles. For more detailed information, please refer to the specific guides and documents mentioned.

In the context of project management, when a risk is identified related to a component from a preferred vendor, it’s important to have a risk mitigation strategy in place. Identifying an alternative component in case of incompatibility is a proactive approach that allows the project to continue without major disruptions if the risk materializes. This is part of risk management where you can mitigate risks by avoiding, accepting, reducing, or transferring them1. It’s also important to note that the choice of risk mitigation strategy should consider the impact and probability of the risk, the cost of the mitigation action, and the constraints of the project. References: 

https://www.coursera.org/articles/how-to-manage-project-risk

https://www.pmi.org/learning/library/delayed-projects-schedule-strategy-10148

The Project Management Body of Knowledge (PMBOK) suggests that risks associated with resources should be addressed in the resource management plan. In this case, the risk is that the materials may not be printed on time due to other higher priority projects. Therefore, the project manager should include a risk response in the resource management plan to mitigate this risk. This could involve strategies such as contingency planning, alternative scheduling, or negotiating priority with the printing services. References: PMBOK Guide, 6th Edition, Section 9.5.2.2: Plan Risk Responses.

 When a project manager identifies constraints and conditions that will prevent the project from being completed as initially planned, it is crucial to create a contingency plan. A contingency plan is a proactive strategy that describes the course of actions or steps the project manager and team will take to respond to potential issues. This plan can help manage risk that might arise from changes or uncertainties in the project. It is part of the broader risk management process in project management, which also includes identifying, assessing, and prioritizing risks. References: 

https://www.coursera.org/articles/project-management-lifecycle

https://www.pmi.org/learning/library/delayed-projects-schedule-strategy-10148

When a new project manager encounters conflicting data on the product value, it’s crucial to consult the project reports from the previous project manager12. These reports provide a historical context and may shed light on the source of the conflict12. The new project manager should review these documents to understand the project’s history, including any issues that may have arisen and how they were addressed12. This will help the new project manager identify potential areas of concern and develop strategies to address them12. References: 

https://www.pmi.org/learning/library/new-project-manager-tips-good-start-6687

According to the Project Management Body of Knowledge (PMBOK) guide, when a significant change is requested that was not part of the original plan, the project manager should first analyze the impact of this change on the project’s scope, schedule, cost, and resources. This analysis should then be presented to the senior manager or project sponsor, who can make an informed decision about whether to proceed with the change.

This approach ensures that the implications of the change are fully understood before any action is taken, and it allows the project’s stakeholders to make decisions based on the most accurate and up-to-date information. This is a key aspect of effective change management in project management. References: PMBOK Guide, 6th Edition, Section 4.5: Perform Integrated Change Control.

 Schedule crashing is a technique used in project management to shorten the schedule duration for the least incremental cost by adding resources. It is a method used to shorten the project schedule without changing the project scope. When a project is behind schedule, project managers can opt for schedule crashing by allocating additional resources to critical path tasks. This approach can help to get the project back on track, but it often comes with increased costs, as resources are expensive12. References: 

https://www.usemotion.com/blog/project-management-crashing

https://blog.masterofproject.com/schedule-compression-techniques/

 Tacit knowledge is the “muscle memory” gained through experience and practice1. It allows your employees to perform tasks and make decisions instinctively, without consciously thinking about each step2. This type of knowledge is hard to teach and has to be learned through experience2. Therefore, having the team meet on a regular basis and share their experiences, challenges, and lessons learned is an effective way to transfer tacit knowledge134. This can be achieved through engaging in team-building activities, informal gatherings, or leveraging online collaboration platforms4. By creating an environment where individuals feel at ease sharing their ideas and experiences, the exchange of tacit knowledge becomes more fluid and uninhibited4. References: 

https://www.happeo.com/blog/tacit-knowledge-management

https://www.betterup.com/blog/tacit-knowledge

According to the Project Management Professional (PMP) guidelines, when a team member is struggling with a new system or technology, it’s beneficial to provide support to help them understand and adapt. Assigning an experienced resource to support the team member can facilitate knowledge transfer and help the team member deliver their tasks effectively. This approach not only addresses the immediate issue but also contributes to the team member’s professional development. References: PMBOK Guide, Human Resource Management, Team Development. Please refer to the specific sections in the PMBOK Guide and PMP study materials for more detailed information.

 In an Agile project, the project manager, often referred to as the Scrum Master, works closely with the Product Owner to evaluate and prioritize the requirements. This is done through a process called backlog grooming or refinement, where the Product Owner and the team review the product backlog items and prioritize them based on their value to the business, technical feasibility, and other factors. This ensures that the team is always working on the most valuable features first. While the other options might be part of the process, they are not the next step after defining the scope of the initial product. References: Project Management Professional (PMP) Reference Materials, Professional in Business Analysis Reference Materials study guide

The correct way to put an organization on the proper path to changing their mindset to an agile approach involves a shift in the way the company views, reviews, and assesses employees. This is because an agile mindset is about being flexible and adaptable. It’s about individuals or even entire companies having an agile understanding of values and, as a result, acting in an agile manner1. It’s not just about hiring employees who specialize in agile approaches or assigning employees to agile projects. It’s about changing the culture of the organization, which includes how employees are viewed, reviewed, and assessed2. References: Mooncamp, Forbes

 The Work Breakdown Structure (WBS) is a key project deliverable that organizes the team’s work into manageable sections. The Project Manager can review the WBS to clarify the responsibilities of the data integration team and the data migration team. This can help to resolve any areas of overlap and ensure clear accountability for all project tasks. References: PMBOK® Guide, 6th Edition, Section 5.4: Create WBS.

 In a project, when a task appears to be behind schedule and the team member responsible for it claims it was completed and reported to the team lead, it indicates a communication or reporting issue1. The project manager should review this issue with the team lead to understand the situation and find possible ways to resolve it1. This could involve clarifying the reporting process, ensuring that all task completions are properly documented, and that updates are communicated effectively to all relevant parties2. It’s important to address such issues promptly to prevent miscommunications and ensure that the project stays on track1. References: 8 Steps for Better Issue Management - ProjectManager, 5 Challenges with Project Reporting and How to Address Them

When a director demands the ability to make the final go/no-go decision about whether the systems go live, the project manager should schedule a meeting with the project sponsor to determine if it is appropriate to accept the director’s request. The project sponsor is typically a senior executive in a corporation (often at or just below board level) who is responsible to the business for the success of the project. This meeting would help clarify roles and responsibilities, and ensure that the decision-making process aligns with the project’s governance structure. References: 

https://www.coursera.org/articles/project-management-lifecycle

https://www.projectmanager.com/blog/project-director-role

In an agile software development project, the project manager should focus on collaboration and communication to resolve issues. When a client complains that the last deployment did not meet the acceptance criteria, it’s crucial to review the requirements traceability matrix. This matrix is a document that links requirements throughout the validation process, helping to ensure that all requirements defined for a system are tested in the test protocols. By reviewing this matrix with the team lead and the client, the project manager can identify any discrepancies between the client’s expectations and the team’s understanding of the specifications. This collaborative approach can help to resolve the issue effectively. References: Project Management Professional (PMP) Reference Materials, Professional in Business Analysis Reference Materials

In project management, it’s crucial to ensure that all necessary requirements, including compliance with health and safety regulations, are explicitly stated in the project requirements. This allows all teams involved in the project to be aware of these requirements from the start and incorporate them into their work. While informing the design and quality teams about the compliance requirements is important, it’s not enough to ensure that the product will comply with the regulations. Regular meetings to remind the team of the compliance requirements can be helpful, but they are not a substitute for having the requirements clearly stated in the project documentation. References: Project Management Professional (PMP) Reference Materials, Professional in Business Analysis Reference Materials study guide

When data breaches continue to occur despite training, it indicates that there may be underlying issues that are not being addressed by the current measures. In such cases, the project manager should apply a root-cause analysis to identify the underlying causes of the data breaches. This could involve engaging a team of forensic experts to conduct a thorough analysis of the incidents12. The root-cause analysis will help to identify whether the breaches are due to technical vulnerabilities, procedural issues, or human factors. Once the root causes are identified, appropriate measures can be taken to address them. This could involve changes to systems, processes, or further training1234. References: What Should Companies Do After a Data Breach? | UpGuard1; 6 Steps to Developing a Data Breach Response Plan - Spectral2; Data Breach Response: A Guide for Business - Federal Trade Commission3; What Is a Data Breach? Best Practices and Fixes for Businesses - G2

The project manager should review the operations manager’s concerns and ensure these concerns are addressed, as this is part of managing stakeholder engagement. Stakeholder engagement involves communicating and working with stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement. By reviewing and addressing the concerns, the project manager can increase the stakeholder satisfaction and support for the project, as well as avoid potential conflicts and delays. The other options are not the best ways to handle this situation, as they either ignore, escalate, or document the concerns without resolving them. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK Guide, 6th edition, Chapter 13, Section 13.3

PMP Exam Content Outline, June 2019, Domain II, Task 9

PMP Sample Test Questions, Question 163